Attitudes of an Effective Delegator #1 – Others are Smart, Responsible, & Capable

We recently fired an employee and did so reluctantly. She was a hard worker, had a very low absentee rate, and clients liked her. But in the end there was one attitude and its corresponding action that tipped the scales away from retention and towards outplacement as termination is euphemistically termed these days. She patently … Read more…

Stuck in 1st gear – is the impediment to progress you?

It happens easily enough and usually innocently enough. You start a business or organization then endure what is often a long and expensive learning curve. Along the way you learn…you learn a lot. You discover the competencies and incompetencies of those working with you. You learn how to manage cash flow challenges. You learn the … Read more…

Developing Capable People – Fatal Flaw #3 – Carbon Copies

  The line just under the title in the banner at the top of this page reads “Extend Your Reach, Multiply Your Effectiveness, Divide Your Work.” The objective of developing capable people is to expand your influence, get more done, and do less of the grunt work yourself. It would seem to logically follow that … Read more…

6 otherly competencies of a superlative leader

“Good luck on your new position,” said the outgoing chairman. “You’ll start heading towards your objectives, look behind you, and find no one there.” “I don’t know why no one will help,” complained another leader. “Surely they can see I am overloaded. I can’t understand why they don’t step up and pitch in.” If there … Read more…

7 traits of a great planner

It’s time to become small minded. Visionaries are big thinkers. Planners may make big plans but they think small. They take the grand scheme of things and turn it into smaller steps. Planners are comprehensive thinkers whose skillset includes the ability to break things up into increments and whose experience has shown them the necessity … Read more…

5 phases of your role as leader

The expectation that leadership can be a singular role is unrealistic. We wear a lot of hats. We manage, we motivate, we correct, we monitor, we inspire, we facilitate, we coordinate, we focus, we bark, we growl, we whisper, we articulate, we define, and we execute. A couple of posts ago I wrote about our … Read more…

Power Plays – Getting the job done

A friend once remarked that “It is amazing how much you can get done if you just do it.” A look at a jobs offered column on line or in a newspaper will inevitably turn up several with the qualifier “Must be a self-starter.”  Why? Because you hire people to extend your reach, multiply your … Read more…

Power Plays – Accountability

Not long ago I sat across a desk from a small business owner whose business has experienced rapid expansion in the past two years. Going against the trends in the general economy his company was invoicing $750,000 annually last year and will invoice approximately $2,000,000 this year. Among the items we discussed, one emerged that … Read more…

Power Plays – Evaluation

So far, you have articulated your vision for the company or organization. You have identified your circle of concern and your limited circle of ability. You have listed the tasks that can be delegated to someone else and created a list of people to whom you can delegate those tasks. You have identified and articulated … Read more…

Power Plays – the 6 principles of delegating responsibility

A man got on a crowded bus carrying a heavy briefcase. There were no seats, and he had to stand near the driver, holding on to a pole next to the driver’s seat. He held the pole with one hand and the briefcase with the other. After a while, the bus driver looked at him … Read more…